HR Project
HR Project
ON
IP JAGDISHPUR)
“PGDHRD”
1
PREFACE
The project work entitled “A STUDY ON JOB SATISFACTION OF
which the employee views his work. It expresses the amount of agreement between
one’s expectation of the job and the rewards that the job provides. Job Satisfaction
a narrow sense, these attitudes are related to the job under condition with such
relation on the job, prompt settlement of grievances and fair treatment by employer.
factors as employee’s age, health temperature, desire and level of aspiration should
2
ACKNOWLEDGEMENT
A large number of individuals have contributed to project. This project is a humble attempt
to sketch done the contribution of all those persons who have directly or indirectly given
their precious time and help along with proper guidance for making this report in the
following shape.
First of all I would like to thank Mr. S.N. Tiwari, project co-ordinater
(manager H.R), B.H.E.L., .P Jagdishpur without whose permission project of B.H.E.L., I.P
Who always helped me and provided me relevant books and data in the subject to
enable to prepare the project. And also I would like to give thank to Mr.Janmejay sing, Asst.
Engineer (H.R) who’s supported to me, and my teacher Mr. Kartik Jha.
Lastly but not the least, I pay my gratitude to my parents, family members, friends,
faculty members of PATNA UNIVERSITY and all executives of B.H.E.L., I.P Jagdishpur for
their morel support and whole hearted co-operation in drafting this report.
VIKASH KUMAR
3
DECLARATION
4
CONTENT
Sr.No. Topic
Chapter 3 Objectives
Chapter 7 Suggestions
Chapter 8 Bibliography
Chapter 9 Annexure
5
PART 1
6
COMPANY PROFILE
7
BHARAT HEAVY ELECTRICAL LIMITED
An Overview-
The first plant of what is known as BHEL was established nearly 51 Years ago at Bhopal and was
the genesis of the heavy electrical Equipment industry in India. BHEL is, today the largest
engineering Enterprise of it kind in India with a well recognized track record of performance making
earning profits continuously since 1971-72 and achieved a sales turnover of Rs.21608 crores with a
BHEL caters to core sectors of the Indian Economy VI. Power generation &
centers, and 18 regional offices and large number of project sites spread all over India
and abroad enable the company to promptly serve its customers and provide them
with suitable products, systems and services efficiently and at competitive rates.
The World Bank in its report on the Indian public sector has described BHEL as
8
Certificates:
BHEL has already attained ISO 9000 and all the major units/ division of BHEL have been
upgraded to the latest ISO 9000:2000 version of quality management. BHEL has secured ISO
14001 certification for environmental management systems and OHSAS 18001 certification for
occupational health and safety management systems for its major units/ divisions.
The company’s inherent potential coupled with its strong performance over the years, has
Public sector enterprises (PSEs), which are to be supported by the government of India in their
9
VISION, MISSION & VALUES
OF
VALUES –
Team playing.
Zeal to excel.
10
and productivity, and generates adequate, internal resources to finance the
company’s growth.
increased value for his money through international standards of product quality,
his capabilities, perceive his role and responsibilities and participate and
to the company.
11
POLICIES OF BHEL
QUALITY POLICY:
ENVIRONMENTAL POLICIES
(OH&S) aspects.
12
Periodic review of OH&S management system to ensure its continuing suitability,
business community, international labour and NGOs. It provides a forum for them to
work together and improve corporate practices through co-operation rather then
confrontation.
BHEL has joined the “GLOBAL COMPACT” of United Nations and has committed
to support it and the set of core values enshrined in its nine principles.
Human Rights
Business should support and respect the protection of internationally proclaimed human
rights.
Labour Standards
Business should uphold the freedom of association and the effective recognition of the
13
The effective abolition of child labour.
Eliminate discrimination.
ENVIRONMENT
joining the “Global Compact”, BHEL would get a unique opportunity of networking with
BHEL IN INDIA
14
BUSINESS OFFICES
1. Bangalore
2. Bhubaneshwar
3. Chandigarh
4. Chennai
5. Guwahati
6. Jabalpur
7. Jaipur
8. Kolkata
9. Lucknow
10. Mumbai
12. Patna
13. Ranchi
14. Secunderabad
15.Vadodara
15
2. Bhopal: Heavy Electrical Plant
SERVICE CENTERS
1. Banglore
2. Chandigarh
3. kolkata
4. Nagpur
5. New Delhi
16
6. Patna
7. Secunderabad
8. Vadodara
9. Varanasi
OTHER UNITS
17
Since inception in 1982 the industry sector business has grown at an impressiveRate and
today contributes over half of BHEL’s turnover. BHEL, today, supplies all major
special reactor columns, heat Exchangers, pressure vessels, gas turbine based
cogenerations plants, steam Generators, complete range of steam generators for process
industries, diesel Power plants, solar water heating systems, photo-voltaic systems etc.
In the transportation field BHEL range covers AC locomotives, AC/DC dual Voltage
locos, traction motors & transformers, electrics for AC, DC and dual Voltage Emus diesel
power car and diesel electric locos. BHEL is the leader in the power transmission field
with equipment up to the highest system voltage: power and instrument Transformers,
shunt reactor, Insulators, energy meters, substations, static compensation schemes as well
International Awards
Shri R.S. Babu, GM, BAP-Ranipat received the prestigious Keith Hartley memorial medallion
for the year 2000 at the international welding conference organized by the international
institute of welding for his outstanding contribution to welding technology in the country.
National Awards
18
Golden Peacock National Quality Awards
Inssan Awards
Ecological Awards
Samman Patra
Seven employees of Tiruchirapally unit won the govt. of Tamil Nadu award for
year 1997.
19
BHEL’s CLIENTS – BHEL’S STRENGTH
Major Clients
POWER
20
TRNSMISSION
INDUSTRY
BALCO
JP Rewa cement
L&T Cement
Raymond Cement
Rajshree Cement
21
Hindustan Fertilizers &Chemical Ltd.
JK paper mill
Grasim Industries
Hindustan sugar
Mysore Sugar
IPCL
HPCL
Reliance Industries
Defense Ministry
TRANSPORTATION
Indian railways
Port Trusts
Steel Plants
Cement Plants
22
INTRODUCTION
23
INTRODUCTION
BHEL 11th manufacturing unit located at Jagdishpur U.P in Sultanpur district is North
India’s first integrated insulator plant. It is located on the Lucknow – Sultanpur national
The land (150 acres for factory and 50 acres for township) for the establishment
of Jagdishpur unit was purchased in November 1981 and the foundation stone of this
plant was laid down by MR.RAJIV GANDHI on 10th February,1982 and was
BHEL’s previous experience in ceramic field blended with that of NKG, Japan
world’s Leader in insulator technology set the pace for commissioning of this plant. This
unit has been provided with the most modern and sophisticated facilities, and was
The plant is geared to produce 19 thousand tons of disc insulator annually and one
thousand tons of Ly. Of insulators. Over the year lot of technological innovation have
taken place in the plant, which has streamlining of manufacturing processes and has taken
New type of disc insulator has also been introduced periodically and today it
manufactures disc insulators up to 160-KN strength ranging from normal to anti-fog type.
Since 1994 low-tension types of insulators are also been introduced in the product range
in addition to supplies to domestic market quantity have also been exported to countries
24
The Plant has till date executed many prestigious export contrac5t and has supplied these
In present era of liberalization the company has not only gone for diversification
but also has taken concrete measures or organizational and product improvement
In present world an attempt has been made to system erotically analyze the export
Exports. The world market scenario of insulators imports has been presented with a view
BHEL’s Jagdishpur insulator plant has developed into one of the India’s biggest
disc insulator manufacturing centers with the most stream lined layout and modern
technology it has provisions to cope up with latest technological advances in the ceramic
need.
25
PRODUCTS OF BHEL, IP
JAGDISHPUR
26
PRODUCTS
This unit of BHEL was setup for the production of insulators, but at
2. Ceralin
PRODUCTS
INSULATOR CERALIN
27
INSULATOR
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INTRODUCTION OF INSULATORS
The insulators for overhead lines provide insulation to power conductors
from ground. The insulators are connected to cross arms conductors pass through the
clamp of the insulators. The insulators are mainly made up of either glazed porcelain or
toughened glass. The materials used for porcelain are silica-20% feldspar 30% and clay
50%. The porcelain should be ivory white, sound and free from defects. It should be
vitrified because the presence of air lowers the dielectric strength of the porcelain. It is
therefore desirable that porcelain to be used for insulator should be air free and
impervious to the entrance of liquid and gases. The dielectric strength of porcelain
piece construction is adopted in which each piece is glazed separately and then they are
Toughened glass is also sometimes used for insulators because it has higher
dielectric strength (53 for 1/10th inch thickness), which makes it possible to make use of
single piece construction The unit was established for manufacturing the Disk
Insulators of different ratings (45 KN to 160 KN) for high voltage transmission line (up
to 400 KV). The production volume has been continuously stepped up to 6190 CMT
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The unit is India’s manufacture of High-Tension Porcelain Disk Insulator and
Distribution Line insulator like Hobbin/ Shackle, pin guy/ stay/ strain, cap and pin type
insulators.
This unit is equipped with highly sophisticated plant and machinery. The unit
also offers wear resistant high- Alumna Ceramic lining material for power steel,
TYPE OF INSULATORS
There are there types of insulators for overhead lines. They are: -
PIN TYPE
The pin type insulators are normally used up to 33 KV. In any case it is not
desirable to use them beyond 50 KV as the cost of the insulators become very high.
SUSPENSION TYPE
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(1) Each insulator is designed for 11 KV and hence for any operating voltage a string
(2) In case of failure of one of the units in the string, only that particular unit needs
replacements.
(3) Adding suitable number of discs can increase the operating voltage of existing
transmission.
STARIN TYPE
Strain insulators are placed in horizontal plane than the vertical plane as in case of
suspension. These are used to take the tension of conductors at the line terminals, angle
towers, road crossings and the junction of the overhead lines with cables. For low
31
CERALIN
Ceralin is a brand name of Ceramic Lining. Ceralin the ceramic wear resistant
material is designed and developed to resist wear for optimum performance of such
with most modern facilities to product undue abrasion and erosion of material handling
Ceralin has hoster resistant characteristics compared to conventional materials like alloy
steel, Bassett. Rubber and polymers due to its extreme hardness coupled with a strong
32
Ceralin is the best economical choice to protect the undue wear of abrasive
handing equipments of industry and application of Ceralin results in better operation and
maintenance.
PRODUCT OF CERALIN
33
AREAS OF APPLICATION
Ceralin has a very wide range of applications in all industries handing with abrasive
and erosive materials due to its superior wear resistant characteristics coupled with
chemically inert and high temperatures characteristics as explained above. The few
POWER SECTOR
Pulverized fuel bends, classifier cones of bowl mills, mill discharge valve, multiple
port outlet, fuel inlet elbows, mill outlet, ore hopper, coke oven plant (chutes, coke
bunkers).
COAL SECTOR
Feed chutes, centrifuge bowl, screw conveyor, lauders, slurry pipes, Hoppers.
STEEL SECTOR
Sinter plants (cyclone chutes, Hoppers), Blast furnace (venture scrubber from ore
discharge chute, ore hopper), coke oven plant (chute, coke bunkers).
CEMENT SECTOR
34
REFINERIES
QUALITY CHECKS
A series of quality and process checks, ensure a high degree of quality of ceralin.
Periodic checks both and sample basis are made to maintain the process parameters
Executive: 55
AWARDS
BHEL, Jagdishpur unit has also won the award of safety for many years. The award
known by the name of average frequency rate have been won for the year, 1986-87,1990,
1992, 1994.
35
The jagdishpur unit has got certification of ISO: 9001 on December 1993 which certifies
this unit for “Design and manufacturing of porcelain insulators, Abrasion resistant
This plant has also achieved ISO: 14001 and OHSAS 18001 certification.
BHEL sets up new Centralized Stamping Unit at Jagdishpur; Sh. Rahul Gandhi, MP,
BHEL has been committed to the nation’s power development programmed and has
reaffirmed its commitment to the Indian Power Sector by equipping itself for the future,
by way of technology, facilities and trained manpower to meet the country’s power
forecast for the 11th Plan and beyond. For this, it has already enhanced its manufacturing
capacity to 10,000 MW per annum and is further augmenting it to 15,000 MW per annum
which is proceeding apace and plans are afoot to hike it further to 20,000 MW by 2011-
12.
Manpower Planning. Over the years, the institute has acquired proficiency in imparting
36
Development, and other functional and behavioral areas of management.
The institute has acquired core competency in consultancy services specifically in the
enable the Human Resource Development strategies and interventions to extend more
support to enhance the self-renewal capability of individuals and to optimize the use of
Business development
Organization development
Technology development
center of learning, seeks collaboration in the above activities with other Management
prime objective of mutually sharing the resources and expertise for competency building
The main focus of such collaborative ventures would be to bridge the gaps and overcome
37
BHEL's Human Resource Development Institute is extending its invitation and intends to
Development Institutes in India and abroad to identify and work together on new
38
S- STRENTH
W- WEAKNESS
O- OPPORUNITY
T- THEARTS
SWOT ANALYSIS
39
SWOT ANALYSIS
STRENGTHS:
World-wide Network
Government Support.
WEAKNESSES:
place.
Political interference.
40
Remote Locations.
OPPORTUNITIES:
Expansion of Plant.
THREATS:
Power Project.
41
Increasing Labour Cost (Market Price).
Company.
42
Organizational
Chart
43
44
PART 2
45
JOB SATISFACTION
AN OVERVIEW
46
JOB SATISFACTION
INTRODUCTION
attitude, an internal state of the person concerned. It could, for example, be associated with
Definitions:
“Job satisfaction does not seem to reduce absence, turnover and perhaps accident rates”.
-Robert L. Kahn
“Job satisfaction is a general attitude towards one’s job: the difference between the
amount of reward workers receive and the amount they believe they should receive.”
-P. Robbins
Job satisfaction defines as “The amount of over all positive affect (or feeling) that
47
“Job satisfaction is the amount of pleasure or contentment associated with a job. If you
like your job intensely, you will experience high job satisfaction. If you dislike your job
By Andrew J Durbin’s,
Job satisfaction is one part of life satisfaction. The environment influences the job.
Similarly, since a job is important part of life, job satisfaction influences one’s general
life satisfaction. Manager may need to monitor not only the job and immediate work
environment but also their employee’s attitudes towards other part of life.
JOB FAMILY
48
Human life has become very complex and completed in now-a-days. In modern society
the needs and requirements of the people are ever increasing and ever changing. When
the people are ever increasing and ever changing, when the peoples needs are not fulfilled
they become dissatisfied. Dissatisfied people are likely to contribute very little for any
purpose. Job satisfaction of industrial workers us very important for the industry to
function successfully. Apart from managerial and technical aspects, employers can be
should be provided with good working conditions to boost their job satisfaction. Any
business can achieve success and peace only when the problem of satisfaction and
and dealing with them scientific investigation serves the purpose to solve the human
a) Pay.
c) Promotion
e) Working condition.
f) Supervision.
49
PAY
fulfilling so many needs. Money facilities the obtaining of food, shelter, and clothing and
provides the means to enjoy valued leisure interest outside of work. More over, pay can
serve as symbol of achievement and a source of recognition. Employees often see pay as
a reflection of organization. Fringe benefits have not been found to have strong influence
Along with pay, the content of the work itself plays a very major role in determining
how satisfied employees are with their jobs. By and large, workers want jobs that are
challenging; they do want to be doing mindless jobs day after day. The two most
important aspect of the work itself that influence job satisfaction are variety and control
over work methods and work place. In general, job with a moderate amount of variety
produce the most job satisfaction. Jobs with too little variety cause workers to feel bored
and fatigue. Jobs with too much variety and stimulation cause workers to feel
PROMOTION
content and pay. Jobs that are at the higher level of an organization usually provide
workers with more freedom, more challenging work assignments and high salary.
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SUPERVISION
employee who participates in decision that affect their job, display a much higher level of
WORK GROUP
individual employees. The working groups also serve as a social support system of
employees. People often used their co-workers as sounding board for their problem of as
a source of comfort.
WORK CONDITION
The employees desire good working condition because they lead to greater physical
comfort. The working conditions are important to employees because they can influence
life outside of work. If people are require to work long hours and / or overtime, they will
have very little felt for their families, friends and recreation outside work.
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Determinants of job satisfaction:
While analyzing the various determinants of job satisfaction, we have to keep in mind
that: all individuals do no derive the same degree of satisfaction though they perform the
same job in the same job environment and at the same time. Therefore, it appears that
besides the nature of job and job environment, there are individual variables which affect
job satisfaction. Thus, all those factors which provide a fit among individual variables,
nature of job, and situational variables determine the degree of job satisfaction. Let us see
Individual factors:
Individuals have certain expectations from their jobs. If their expectations are met from
the jobs, they feel satisfied. These expectations are based on an individual’s level of
Level of education:
satisfaction. For example, several studies have found negative correlation between the
level of education, particularly higher level of education, and job satisfaction. The
possible reason for this phenomenon may be that highly educated persons have very high
expectations from their jobs which remain unsatisfied. In their case, Peter’s principle
which suggests that every individual tries to reach his level of incompetence, applies
more quickly.
52
Age:
Individuals experience different degree of job satisfaction at different stages of their life.
Job satisfaction is high at the initial stage, gets gradually reduced, starts rising upto
certain stage, and finally dips to a low degree. The possible reasons for this phenomenon
are like this. When individuals join an organization, they may have some unrealistic
assumptions about what they are going to drive from their work. These assumptions make
them more satisfied. However, when these assumptions fall short of reality, job
satisfaction goes down. It starts rising again as the people start to assess the jobs in right
perspective and correct their assumptions. At the last, particularly at the fag end of the
career, job satisfaction goes down because of fear of retirement and future outcome.
Other factors:
Besides the above two factors, there are other individual factors which affect job
satisfaction. If an individual does not have favorable social and family life, he may not
feel happy at the workplace. Similarly, other personal problems associated with him may
affect his level of job satisfaction. Personal problems associated with him may affect his
Nature of job:
Nature of job determines job satisfaction which is in the form of occupation level and job
content.
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Occupation level:
Higher level jobs provide more satisfaction as compared to lower levels. This happens
because high level jobs carry prestige and status in the society which itself becomes
Job content:
Job content refers to the intrinsic value of the job which depends on the requirement of
skills for performing it, and the degree of responsibility and growth it offers. A higher
content of these factors provides higher satisfaction. For example, a routine and repetitive
lesser satisfaction; the degree of satisfaction progressively increases in job rotation, job
Situational variables:
Situational variables related to job satisfaction lie in organizational context – formal and
organization. Some of the important factors which affect job important factors which
1. Working conditions:
workplace and associated facilities for performing the job determine job satisfaction.
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These work in two ways. First, these provide means job performance. Second, provision
of these conditions affects the individual’s perception about the organization. If these
2. Supervision:
The type of supervision affects job satisfaction as in each type of supervision; the degree
more concern for people which is perceived favorably by them and provides them more
the job and people become secondary. This situation decreases job satisfaction
3. Equitable rewards:
The type of linkage that is provided between job performance and rewards determines the
degree of job satisfaction. If the reward is perceived to be based on the job performance
considerations other than the job performance, it affects job satisfaction adversely.
4. Opportunity:
It is true that individuals seek satisfaction in their jobs in the context of job nature and
work environment by they also attach importance to opportunities for promotion that
these job offer. If the present job offers opportunity of promotion is lacking, it reduces
satisfaction.
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6. Work group: Individuals work in group either created formally of they develop
on their own to seek emotional satisfaction at the workplace. To the extent such
groups are cohesive; the degree of satisfaction is high. If the group is not
job satisfaction.
Job satisfaction has a variety of effects. These effects may be seen in the context of an
mental health. Since job satisfaction is a type of mental feeling, its favorableness or
physical health.
For example, Lawler has pointed out that drug abuse, alcoholism and mental and physical
health result from psychologically harmful jobs. Further, since a job is an important part
of life, job satisfaction influences general life satisfaction. The result is that there is
spillover effect which occurs in both directions between job and life satisfaction.
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Productivity:
There are two views about the relationship between job satisfaction and
productivity:
The first view establishes a direct cause-effect relationship between job satisfaction and
decreases, productivity decreases. The basic logic behind this is that a happy worker will
put more efforts for job performance. However, this may not be true in all cases.
For example, a worker having low expectations from his jobs may feel satisfied but he
may not put his efforts more vigorously because of his low expectations from the job.
Therefore, this view does not explain fully the complex relationship between job
The view: That is a satisfied worker is not necessarily a productive worker explains the
relationship between job satisfaction and productivity. Various research studies also
57
This relationship may be explained in terms of the operation of two factors: effect of job
performance. 1. Job performance leads to job satisfaction and not the other way round.
The basic factor for this phenomenon is the rewards (a source of satisfaction) attached
with performance. There are two types of rewards intrinsic and extrinsic. The intrinsic
reward stems from the job itself which may be in the form of growth potential,
challenging job, etc. The satisfaction on such a type of reward may help to increase
bonus, etc. Any increase in these factors does not hep to increase productivity though
expectations from the individual in the form of lower output. Thus, the work
does not mean that the job satisfaction has no impact o productivity. A satisfied
Performanc
e Satisfaction
Intrinsic
reward
58
Absenteeism:
workplace either unexcused absence due to some avoidable reasons or long absence due
concern. This absence is due to lack of satisfaction from the job which produces a ‘lack
of will to work’ and alienate a worker form work as for as possible. Thus, job satisfaction
is related to absenteeism.
HIGH
TURNOVER
JOB ABSENCES
SATISFACTION
LOW
LOW HIGH
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Employee turnover:
Turnover of employees is the rate at which employees leave the organization within a
given period of time. When an individual feels dissatisfaction in the organization, he tries
to overcome this through the various ways of defense mechanism. If he is not able to do
so, he opts to leave the organization. Thus, in general case, employee turnover is related
to job satisfaction. However, job satisfaction is not the only cause of employee turnover,
For example, in the present context, the rate of turnover of computer software
professionals is very high in India. However, these professionals leave their organizations
not simply because they are not satisfied but because of the opportunities offered from
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DIMENSIONS OF JOB SATIFACTION
Job satisfaction is a complex concept and difficult to measure objectively. The level of
DIMENSIONS
conditions.
influences.
61
Cultural factors:-Attitudes, beliefs and values.
circumstances but not necessarily in others. Some workers may be satisfied with certain
aspects of their work and dissatisfied with other aspects .Thus, overall degree of job
62
IMPORTANCE TO STUDY JOB SATISFACTION
The importance to the study of job satisfaction level is very important for executives. Job
satisfaction study importance can be understood by the answer of the following question
63
Benefits of job satisfaction study
Job satisfaction surveys can produce
positive, neutral or negative results. If planned properly and administered, they will
Communication flow in all direction as people plan the survey, take it and discuss
3. as a survey is safety value, an emotional release. A chance to things gets off. The
4. Job satisfaction surveys are a useful way to determine certain training needs.
5. Job satisfaction surveys are useful for identifying problem that may arise,
modify their original plans. Follow up surveys allows management to evaluate the
64
Importance to Worker and Organization
Frequently, work underlies self-esteem and identity while unemployment lowers self-worth and
produces anxiety. At the same time, monotonous jobs can erode a worker's initiative and
enthusiasm and can lead to absenteeism and unnecessary turnover. Job satisfaction and
occupational success are major factors in personal satisfaction, self-respect, self-esteem, and self-
development. To the worker, job satisfaction brings a pleasurable emotional state that often leads
to a positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative,
and loyal.
For the organization, job satisfaction of its workers means a work force that is motivated and
committed to high quality performance. Increased productivity the quantity and quality of output
per hour worked seems to be a byproduct of improved quality of working life. It is important to
note that the literature on the relationship between job satisfaction and productivity is neither
conclusive nor consistent.. Unhappy employees, who are motivated by fear of job loss, will not
give 100 percent of their effort for very long. Though fear is a powerful motivator, it is also a
temporary one, and as soon as the threat is lifted performance will decline.
Tangible ways in which job satisfaction benefits the organization include reduction in complaints
and grievances, absenteeism, turnover, and termination; as well as improved punctuality and
worker morale. Job satisfaction is also linked to a more healthy work force and has been found to
be a good indicator of longevity. And although only little correlation has been found between job
satisfaction and productivity, Brown (1996) notes that some employers have found that
protecting the "bottom line." No wonder Andrew Carnegie is quoted as saying: "Take away my
65
people, but leave my factories, and soon grass will grow on the factory floors. Take away
my factories, but leave my people, and soon we will have a new and better factory"
SATISFIED EMPLOYEE
66
Creating Job Satisfaction
So, how is job satisfaction created? What are the elements of a job that create job satisfaction?
Organizations can help to create job satisfaction by putting systems in place that will ensure that
workers are challenged and then rewarded for being successful. Organizations that aspire to
creating a work environment that enhances job satisfaction need to incorporate the following:
Interesting work that offers variety and challenge and allows the worker opportunities
Up-to-date technology
Probably the most important point to bear in mind when considering job satisfaction is that there
are many factors that affect job satisfaction and that what makes workers happy with their jobs
varies from one worker to another and from day to day. Apart from the factors mentioned above,
job satisfaction is also influenced by the employee's personal characteristics, the manager's
personal characteristics and management style, and the nature of the work itself. Managers who
67
want to maintain a high level of job satisfaction in the work force must try to understand the
For example, when creating work teams, managers can enhance worker satisfaction by placing
people with similar backgrounds, experiences, or needs in the same workgroup. Also, managers
can enhance job satisfaction by carefully matching workers with the type of work.
For example, a person who does not pay attention to detail would hardly make a good inspector,
and a shy worker is unlikely to be a good salesperson. As much as possible, managers should
Managers who are serious about the job satisfaction of workers can also take other deliberate
steps to create a stimulating work environment. One such step is job enrichment. Job enrichment
is a deliberate upgrading of responsibility, scope, and challenge in the work itself. Job
enrichment usually includes increased responsibility, recognition, and opportunities for growth,
learning, and achievement. Large companies that have used job-enrichment programs to increase
Good management has the potential for creating high morale, high productivity, and a sense of
purpose and meaning for the organization and its employees. Empirical findings show that job
characteristics such as pay, promotional opportunity, task clarity and significance, and skills
supervisors and co-workers, have significant effects on job satisfaction. These job characteristics
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Of course, a worker who takes some responsibility for his or her job satisfaction will probably
find many more satisfying elements in the work environment. Everett (1995) suggests that
What did I learn from that experience that could be applied to the present situation?
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Workers' Roles in Job Satisfaction
If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her
own satisfaction and well-being on the job. The following suggestions can help a worker find
Seek opportunities to demonstrate skills and talents. This often leads to more
challenging work and greater responsibilities, with attendant increases in pay and other
recognition.
Know more. Acquire new job-related knowledge that helps you to perform tasks
more efficiently and effectively. This will relieve boredom and often gets one noticed.
Demonstrate creativity and initiative. Qualities like these are valued by most
organizations and often result in recognition as well as in increased responsibilities and rewards.
Develop teamwork and people skills. A large part of job success is the ability to work
Accept the diversity in people. Accept people with their differences and their
See the value in your work. Appreciating the significance of what one does can lead
to satisfaction with the work itself. This helps to give meaning to one's existence, thus playing a
techniques.
70
71
Assuring Job Satisfaction
Assuring job satisfaction, over the long-term, requires careful planning and effort both by
management and by workers. Managers are encouraged to consider such theories as Herzberg’s
(1957) and Maslow's (1943) Creating a good blend of factors that contribute to a stimulating,
challenging, supportive, and rewarding work environment is vital. Because of the relative
prominence of pay in the reward system, it is very important that salaries be tied to job
responsibilities and that pay increases be tied to performance rather than seniority.
So, in essence, job satisfaction is a product of the events and conditions that people experience
on their jobs. Brief (1998) wrote: "If a person's work is interesting, her pay is fair, her
promotional opportunities are good, her supervisor is supportive, and her coworkers are friendly,
then a situational approach leads one to predict she is satisfied with her job" (p. 91). Very simply
put, if the pleasures associated with one's job outweigh the pains, there is some level of job
satisfaction
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MODEL OF JOB SATISFACTION
73
THEORIES OF JOB SATISFACTION
Affect Theory
Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job
satisfaction model. The main premise of this theory is that satisfaction is determined by a
discrepancy between what one wants in a job and what one has in a job. Further, the
theory states that how much one values a given facet of work (e.g. the degree of
expectations are/aren’t met. When a person values a particular facet of a job, his
satisfaction is more greatly impacted both positively (when expectations are met) and
negatively (when expectations are not met), compared to one who doesn’t value that
indifferent about autonomy, then Employee A would be more satisfied in a position that
offers a high degree of autonomy and less satisfied in a position with little or no
autonomy compared to Employee B. This theory also states that too much of a particular
facet will produce stronger feelings of dissatisfaction the more a worker values that facet.
Dispositional Theory
general theory that suggests that people have innate dispositions that cause them to have
tendencies toward a certain level of satisfaction, regardless of one’s job. This approach
became a notable explanation of job satisfaction in light of evidence that job satisfaction
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tends to be stable over time and across careers and jobs. Research also indicates that
A significant model that narrowed the scope of the Dispositional Theory was the Core
Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there
are four Core Self-evaluations that determine one’s disposition towards job satisfaction:
self-esteem, general self-efficacy, locus of control, and neuroticism. This model states
that higher levels of self-esteem (the value one places on his/her self) and general self-
efficacy (the belief in one’s own competence) lead to higher work satisfaction. Having an
internallocus of control (believing one has control over her\his own life, as opposed to
outside forces having control) leads to higher job satisfaction. Finally, lower levels of
Frederick Herzberg’s Two factor theory (also known as Motivator Hygiene Theory)
attempts to explain satisfaction and motivation in the workplace This theory states that
satisfaction and dissatisfaction are driven by different factors – motivation and hygiene
individuals to attain personal and organization goals (Hoskinson, Porter, & Wrench,
p.133). Motivating factors are those aspects of the job that make people want to perform,
and provide people with satisfaction, for example achievement in work, recognition,
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job, or the work carried out. Hygiene factors include aspects of the working environment
such as pay, company policies, supervisory practices, and other working conditions
While Hertzberg's model has stimulated much research, researchers have been unable to
reliably empirically prove the model, with Hack man & Oldham suggesting that
Hertzberg's original formulation of the model may have been a methodological artifact.
Furthermore, the theory does not consider individual differences, conversely predicting
Finally, the model has been criticized in that it does not specify how motivating/hygiene
• Achievement,
• Recognition,
• Advancement,
• Work itself,
• Responsibility.
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Hygiene factors are:
• Technical supervision,
• Salary.
• Job security,
• Personal life,
• Status.
Under the need-fulfillment theory it is believed that a person is satisfied if he gets what
he wants & the more he wants something or the more important it is to him, the more
satisfied he is when he gets it & the more dissatisfied he is when he does not get it. Needs
may be need for personal achievement, social achievement & for influence.
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a) Need for personal achievement:
Desires for personal career development, improvement in one's own life standards, better
education & prospects for children & desire for improving one's own work performance.
A drive for some kind of collective success is relation to some standards of excellence. It
A desire to influence other people & surroundings environment. In the works situation, it
means to have power status & being important as reflected in initiative taking and
In summary, this theory tell us that job satisfaction is a function of, or is positively related
to the degree to which one's personal & social needs are fulfilled in the job situation.
It takes into account the point of view & opinions of the group to whom the individual
looks for the guidance. Such groups are defined as the 'reference-group' for the individual
in that they define the way in which he should look at the world and evaluate various
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this theory that if a job meets the interest, desires and requirements of a person's
reference group, he will like it & if it does not, he will not like it.
A good example of this theory has been given by C.L. Hulin. He measures the effects of
different catalogue order offices. He found that with job conditions held constant job
satisfaction was less among persons living in a well-to-do neighborhood than among
those whose neighborhood was poor. Hulin, thus provides strong evidence that such
frames of reference for evaluation may be provided by one's social groups and general
social environment.
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OBJECTIVE OF THE
STUDY
80
OBJECTIVES –
The objective of the study is to find out the satisfaction level of employee in BHEL,
JAGDISHPUR.
To find that they are satisfied with their job profile or not.
To study the relationship between the personal factors of the Employee (Income,
81
RESEARCH METHODOLOGY
82
RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the problem. It may be understood has a
science of studying how research is done scientifically. In it we study the various steps that all
generally adopted by a researcher in studying his research problem along with the logic behind
them.
Meaning of Research
Research is defined as “a scientific & systematic search for pertinent information on a specific
topic”. Research is an art of scientific investigation. Research is a systemized effort to gain new
knowledge. It is a careful inquiry especially through search for new facts in any branch of
knowledge. The search for knowledge through objective and systematic method of finding
RESEARCH DESIGN
A research is the arrangement of the conditions for the collections and analysis of the data in a
manner that aims to combine relevance to the research purpose with economy in procedure. In
fact, the research is design is the conceptual structure within which research is conducted; it
constitutes the blue print of the collection, measurement and analysis of the data. As search the
83
design includes an outline of what the researcher will do from writing the hypothesis and its
The design is such studies must be rigid and not flexible and most focus attention on the
following 2;
TYPES OF RESEARCH
DESIGN
The present study is exploratory in nature, as it seeks to discover ideas and insight to brig out
new relationship. Research design is flexible enough to provide opportunity for considering
different aspects of problem under study. It helps in bringing into focus some inherent weakness
84
DATA COLLECTION
For any study there must be data for analysis purpose. Without data there is no means of
study. Data collection plays an important role in any study. It can be collected from various
sources. I have collected the data from two sources which are given below:
1. Primary Data
Personal Investigation
Observation Method
2. Secondary Data
Magazines etc.
Websites like BHEL official site, some other sites are also searched to find data.
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Scope of the Study
The scope of the study is very vital. Not only the Human Resource department can use the facts
and figures of the study but also the marketing and sales department can take benefits from the
The sales department can have fairly good idea about their employees, that they are satisfied or
not.
The marketing department can use the figures indicating that they are putting their efforts to plan
Some customers have the complaints or facing problems regarding the job. So the personnel
department can use the information to make efforts to avoid such complaints.
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Sample Size:-
The questionnaire was filled in the office and vital information was collected which was then
subjects to:-
Data collection was also done with the help of personal observation.
After completion of survey the data was analyzed and conclusion was drawn.
At the end all information was compiled to complete the project report.
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DATA ANALYSIS
&
INTERPRETATION
88
Table No: 1
Working hours are convenient for me
PERCENT
Strongly agree 34
Agree 32
Disagree 13
Strongly disagree 3
TOTAL 100
CHART 1
80 agree
20 strongly disagree
0 Total
PERCENT
89
Interpretation:
From the above chart and table it is clearly evident that 34% of the
Respondents strongly agree that working hours are convenient from them
And 32% agree with that and 18% neither agree nor disagree and 13%
Disagree with the working hours and 3% are strongly against working
Hours.
90
Table No: 2
I'm happy with my work place
PERCENT
Strongly agree 30
Agree 39
Neither agree nor disagree 18
Disagree 8
Strongly disagree 5
100
Chart 2
Strongly agree
100
80 Agree
20 strongly disagree
0
Total
percent
Interpretation:
From the above table it is clear that 30% respondents strongly agree and
39% respondents agree that they are happy with their work place only
13% disagreed and 18% have no idea towards their work place.
91
Table No: 3
I feel i have too much work to do
PERCENT
strongly agree 7
Agree 9
Neither agree nor disagree 25
Disagree 37
Strongly disagree 22
100
Chart 3
80 Agree
20 strongly disagree
0 Total
PERCENT
Interpretation:
From the above table it is quite clear that the work load is not
High, 37% of the respondents disagreed with the question” I feel I have
Too much work” and another 22% strongly disagreed, 18% admits they
Have too much work and 23% have no idea towards this question.
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Table No: 4
Safety measures provided by the company
PERCENT
strongly agree 28
Agree 31
Neither agree nor disagree 24
Disagree 11
Strongly disagree 6
TOTAL 100
CHART 4
80 Agree
20 strongly disagree
0 Total
PERCENT
Interpretation:
From the above table it is evident that the safety measures
agree with that and only 11& 6% disagreed and 24% neither agreed nor
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disagreed.
TABLE NO. 5
My relationship with my supervisor is cordial
PERCENT
strongly agree 30
Agree 41
Neither agree nor disagree 16
Disagree 6
Strongly disagree 7
TOTAL 100
CHART 5
80 Agree
20 strongly disagree
0 Total
PERCENT
Interpretation:
From the above table it is clear that relationship between
Strongly agreed to it and 41% agreed to it and only 13% disagreed and
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16% of respondents have neither agreed nor disagreed.
TABLE NO 6
PERCENT
strongly agree 18
Agree 30
Neither agree nor disagree 15
Disagree 19
Strongly disagree 18
TOTAL 100
CHART 6
80 Agree
20 strongly disagree
0 Total
PERCENT
95
Interpretation:
From the above table it is evident that the supervisors are not
partial to the employees as 18% strongly agreed and 30% agreed to the
question but 19% disagreed and 18% strongly disagreed this level is
TABLE NO 7
PERCENT
strongly agree 26
Agree 43
Neither agree nor disagree 26
Disagree 2
Strongly disagree 3
TOTAL 100
CHART 7
strongly agree
100
80 Agree
20 strongly disagree
0
Total
PERCENT
96
Interpretation:
From the above table it is clear that 26 and 42% of the
TABLE NO 8
PERCENT
strongly agree 21
Agree 47
Neither agree nor disagree 16
Disagree 9
Strongly disagree 7
TOTAL 100
CHART 8
80 Agree
20 strongly disagree
0 Total
PERCENT
97
Interpretation:
From the above table it is clear that relation with co-workers is
quite good as nearly 68% of the respondents agree that they are satisfied
with support from co-workers and only 15% disagreed and 16% have no
answer to this.
TABLE NO 9
People here have concern from one another and tend to help one another
PERCENT
strongly agree 26
Agree 41
Neither agree nor disagree 19
Disagree 9
Strongly disagree 5
TOTAL 100
CHART 9
98
100 strongly agree
80 Agree
20 strongly disagree
0 Total
PERCENT
Interpretation:
From the above table it is clear that in this organization people
have concern over each other as 26% strongly agreed and 41% agreed
and only 14% disagreed and 19% neither agreed nor disagreed.
TABLE NO 10
I'm satisfied with the refreshment facilities
PERCENT
strongly agree 26
Agree 20
Neither agree nor disagree 30
Disagree 15
Strongly disagree 9
TOTAL 100
CHART 10
99
100 strongly agree
80 Agree
20 strongly disagree
0 Total
PERCENT
Interpretation:
From the above table it is clear that 26% employees are strongly satisfied
TABLE NO 11
We are provided with the rest and lunch room and they are good
PERCENT
strongly agree 16
Agree 34
Neither agree nor disagree 22
Disagree 20
Strongly disagree 8
TOTAL 100
CHART 11
100
100 strongly agree
80 Agree
20 strongly disagree
0 Total
PERCENT
Interpretation:
From the above table it is quite evident that 8% strongly
disagreed and 20% of the respondents disagreed and 22% neither agreed
nor disagreed and only 50% of the respondents are satisfied with the rest
TABLE NO 12
PERCENT
strongly agree 4
Agree 9
Neither agree nor disagree 24
Disagree 32
Strongly disagree 31
TOTAL 100
CHART 12
101
strongly agree
100
Agree
80
neither agree nor
60
disagree
40 Disagree
20 strongly disagree
0 Total
PERCENT
Interpretation:
From the above table it is clear that respondents are not satisfied
only 13% of respondents are satisfied with the parking facilities and 24%
Table no 13
Chart 13
102
100 strongly agree
80 Agree
20 strongly disagree
0 Total
percent
Interpretation:
From the above table it is evident that the respondents are
satisfied with their salary as 39% agree and 15% strongly agree. Only
`3% disagree and 8% strongly disagree, 25% neither agree nor disagree.
Table no 14
103
PERCENT
strongly agree 27
Agree 43
Neither agree nor disagree 13
Disagree 9
Strongly disagree 8
TOTAL 100
Chart 14
80 Agree
20 strongly disagree
0 Total
percent
Interpretation:
From the above table it is quite clear that employees are satisfied
with their chances for promotion as 43% agree and 27% strongly agree.
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Only 9% disagree and 8% strongly disagree, 13% neither agree nor
disagree.
Table no 15
Chart 15
80 Agree
20 strongly disagree
0 Total
Frequency
Interpretation:
From the above table it is clear that the employees are satisfied
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with the allowances and other benefits provided by the organization as
42% agree and 19% strongly agree. Only 11% disagree and 7% strongly
TABLE NO 16
PERCENT
strongly agree 11
Agree 33
Neither agree nor disagree 25
Disagree 22
Strongly disagree 9
TOTAL 100
CHART 16
106
100 strongly agree
80 Agree
20 strongly disagree
0 Total
PERCE3NT
Interpretation:
strongly agree. 22% disagree this is quite high compared to other factors
TABLE NO 17
107
My supervisor motivates me to increase my efficiency at times when i'm not
PERCENT
strongly agree 18
Agree 44
Neither agree nor disagree 18
Disagree 13
Strongly disagree 7
TOTAL 100
CHART 17
80 Agree
20 strongly disagree
0 Total
PERCENT
Interpretation:
From the above table it is evident that employees boss motivates
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the employee when he is unproductive and help him to be productive as
44% agree and 18% strongly agree. Only 7% strongly disagree and 7%
TABLE NO 18
I feel that my job has little impact on the success of the company
PERCENT
strongly agree 35
Agree 40
Neither agree nor disagree 10
Disagree 9
Strongly disagree 6
TOTAL 100
Chart 18
80 Agree
20 strongly disagree
0 Total
PERCENT
Interpretation:
109
From the above chart it is clear that 75% respondents are think that they contribute in the
success of a company, 9% respondent disagree from the statement and 6% respondent
strongly disagree from the question.
Table no 19
Overall I'm satisfied with my job
PERCENT
strongly agree 28
Agree 35
Neither agree nor disagree 20
Disagree 12
Strongly disagree 5
TOTAL 100
Chart 19
80 Agree
20 strongly disagree
0 Total
percent
Interpretation:
110
From the above table it is evident that Overall satisfactions of the
respondents are good as 35% agree and 28% strongly agree. Only 5%
strongly disagree and 12% disagree and 20% neither agree nor disagree.
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FINDINGS
From the study, the researcher has come to know that most of the respondents have job
satisfaction; the management has taken the best efforts to maintain cordial relationship
with the employees. Due to the working conditions prevailing in this company, job
satisfaction of each respondent seems to be the maximum. From the study, I have come
to know that most of the employees were satisfied with the welfare measures provided by
BHEL. The employees of BHEL get more benefits compare to other companies.
The respondents are satisfied with the environment and nature of work
factors .
The respondent’s relationship with the superiors and colleagues are quite
good .
112
The Parking facilities provided by the organization are not good that’s
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SUGGESTION AND RECAMANDATION
In the organization most of employees are satisfied with all the facilities provided by
company. But there are some employees also who are not satisfied with the company.
Because if employee is not satisfied than the he is not able to give his 100% to his work
and the productivity of employee decrease. So management should try to satisfied his
employees because employees are the assets of the company not a liabilities.
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Limitation are as follows-
limited by 100.
Some respondents hesitated to give the actual situation; they feared that management
The findings and conclusions are based on knowledge and experience of the
115
BIBLIOGRAPHY
BOOKS:
Ashwathapa K., Human Resource Management (third edition), Tata Mc Graw Hill
edition.
Web-Site:-
www.bhel.com
www.google.com
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ANNEXURE
117
Questionnaire
118
Ques8- I am satisfied with the support from my coworkers-
1. Strongly agree 2. Agree 3.neither agree nor disagree 4. Disagree 5. Strongly disagree
Ques9- People here have concern from one another and tend to help-
1. Strongly agree 2. Agree 3. Neither agree nor disagree 4. Disagree 5. Strongly disagree
Ques11- We are provided with the rest and lunch room and they are good-
1. Strongly agree 2. Agree 3. Neither agree nor disagree 4. Disagree 5. Strongly disagree
119
1. Strongly agree 2. Agree 3. Neither agree nor disagree 4. Disagree 5. Strongly disagree
120